Week 9: Organizational Conflict & Work Attitudes, Values Flashcards
Definition Conflict
A process that occurs when one party perceivs another party to have negatively affected or is about to negatively affect something the first party cares about
Which four levels may organisational conflicts arise?
- intrapersonal
- in groups
- inter-groups
- inter-organisational
which kind of conflicts are bad?
which kind of conflicts are good?
socio-emotional conflicts
constructive conflicts
Define
Conflict Management
interventions that alter the level of conflict or the form of conflicts, to maximize benefits and minimize its negative concequences.
to do so:
aiming at increasing constructive conflicts, decreasing socio-emotional ones
Interpersonal Conflict Management Style
- win-win (problem-solving)
- win-lose
- avoidance
- compromise
- forcing
- yielding
Name some ways of managing organisational conflicts as a manager
- highlight the organizational goal
- highlight commonalities
(3. highlight understanding for other parties problems) - improving conversation (by training, coaching)
- reducing job-interdependence
- redefine jobs and responsiblities to reduce ambuiguity
How many percent are bullied in workplaces in Australie?
6-17%
what are the consequences of a bullied employee?
–Lower job satisfaction
–Poorer job performance
–Lower organisational commitment
–Higher absenteeism
–Higher burnout
–Greater intentions to leave
Definition, that one can talk of a bully situation
–repeated negative behaviour(s) which cause the bullied person to feel distress, fear and/or harmed
–an imbalance of power between the bullied and the bully
–the bullied person believing or perceiving that the bully or bullies are acting with intent (e.g., they are purposely trying to harm their target)
Management strategies to handle bullying conflicts
- multiple way of reporting
- training against bullying
- changes to the work place culture
Explain what attitudes and values are, as well as their difference
- *Attitudes**
- +/- beliefs about smth specific (event, person, object), which elicits an emotional response*
- *Value**
- an over-arching belief about what is important & underpins attitudes and motives and serve as a platform for behaviours*
Job vs. Work Involvement
Definition
Job involvement
the level of engagement and commitment people have in their current job role
Work inolvement
people’s belief about the importance of work in general to their lives and their commitment to working
What are the core conepts of job involvement
name 3
- psychological identification with the job
- importance of the job to the self-esteem and self-concept
- intention to engage with tasks associated with the job
Name some correlates with job involvement
Metaanalysis of Brown, 1996:
- less turnover -.13
- higher job satisfaction .45
- conscioutness .53
BUT: does not correlate with job performance
Work engagement
Definition and differentiation to Job Involvement
Similar to involvent, plus a more active participation by the person in the work
- vigour
* high energy & resilience* - dedication
* being highly involved, experiencing signifance, enthusiasm, challenge* - absorption
* focusing and being engrossed in tasks*
Correlates of work engagement
- higher job performance
- more favorable work attitudes
- ability to mobilise workplace resources
Organizational Commitment
- name three kinds
- affective commitment
- normative commitment
- continuance commitment
what are the correlates of high commitment
- increased job and task performance
- workforce stability
- sense of identity and belonging
- decreased withdrawal behaviours
- increased engagement with organisational activities
how can organizational commitment be fostered?
– role and goal clarity
– provision of valued work resources
– empowerment (e.g. autonomy)
– rewards and recognition
– participation/involvement in decisionmaking
– positive culture and climate
Job satisfaction
• contributes to greater wellbeing, reduced stress and a
sense of purpose
• But dynamic construct: job
satisfaction needs to be maintained and
reinforced throughout employee tenure
and organisational changes
Name 7 job satisfaction theories
- Herzberg: satisfaction tied to performance and motivation
- Locke’s value theory: satisfied when employee receives rewards, he highly values
- Maslow: satisfying need is motivating
- Landy’s opponent process theory: emotio - reemotio
Warr’s vitamin model: certain level of key factors, too much can lead to dissatisfaction
Dawis and Lofquist theory of work adjustment: what a person values will play a critical role in their reactions to
job conditions and the work environment
**social influence theory:** emphasises social comparisons (comparison of one’s own situation with that of other people) on work attitudes
different sources of job satisfaction
Job characteristics
&
Work characteristics
&
Traits
locus of control / consciousness / negative affect
&
Non-work factors
spillover affects
OCB
_Organizational Citizenship Behaviour _
alias contextual perfomance
• Focused on behaviour (not attitudes),
– discretionary behaviours
– behaviours that stem from positive attitudes
toward the organisation
– behaviours that contribute positively and
significantly to organisational success
forms of OCB
– altruism (helping behaviours)
– conscientiousness (striving for excellence
in performance)
– civic virtue (participating in the life of the
organisation)
– sportsmanship (fair play)
– courtesy (treating others with respect)
